In the previous section I derived a theoretical model proposing relationships between different embeddedness configurations and the performance of strategic initiatives. More specifically, I examined the impact of tie strength and network density on initiative performance for both exploration and exploitation initiatives considering different partner groups (H1a, H1b, H2a, H2b, H3a, H3b). I also discussed potential interdependencies between the structural and relational dimension of embeddedness (H4) and examined the relative importance of structure and quality of relations for the distinct initiative types (H5).
KeywordsCommon Method Bias Egocentric Network Initiative Performance Strategic Initiative Multiple Respondent
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